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| Criterion |  Operations Gemba Walk |  Innovation Lean Startup |  Growth A/B Testing |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-120 min | Wochen bis Monate je Lernzyklus | 1-4 Wochen | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 1-6 | 2-5 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Experiment results, Decision log, Learning summary | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | LeanStartupValidationMVP | ExperimentsGrowthAnalyticsValidation | LeanProblem solvingCoachingOperations |